About Randall
Most people think my career has been about business. They're wrong. For more than forty years, I've been studying one thing: human behavior inside complex systems. It began with a simple question that followed me from one organization to the next: "How did we get here?"
Different industries. Different people. Different problems. Yet beneath them all, I kept seeing the same invisible patterns shaping performance, trust, execution, and results. That's when I realized I wasn't studying businesses. I was studying the systems people create together.
Before there was Behavioral Gravity
Long before there was Creating Business Results, Behavioral Gravity, before keynotes, FIELD NOTES, or executive workshops, there was curiosity. I've never been able to walk through an organization—or a city, a culture, or even a remote village—without asking the same question:
Why does this system work the way it does? That habit of observation has taken me from corporate boardrooms to places few business consultants ever see. Everywhere I go, I find the same thing: people responding to the systems around them.
Forty Days in Nepal
I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.
I remember the people.
Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:
Why does this system work the way it does?
Different Language. Different Culture. Different History.
Yet beneath all the differences, I saw the same invisible forces shaping human behavior. People weren't simply making decisions.
They were responding to the systems around them. That realization confirmed something I had been observing for decades.
Human behavior changes far less than the systems we place people inside.
That observation became the foundation for everything that followed.
Behavioral Gravity wasn't invented.
It was discovered.
